1.

Compare and contrast the leader-member exchange and the Hersey and Blanchard models
of leadership.

Their leader-member exchange (LMX) theory and the Hersey and Blanchard models of
leadership are similar as both of them considers that the leadership inside an organization
is a result of the leader membership relations and these relationships influence the
success of leadership inside the organization. The difference between the two theories is
that LMX advocates that the leaders should maintain good relationships with a selected in
group among-st its followers because he has limited time while the Hersey and Blanchard
models of leadership advocates that behavior of the leader’s impact on the behaviors of
the followers.

2. Are you now or have you ever been a member of an in-group? An out-group? If so, in
what ways did your experiences differ?

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In high school I was in the out group. I did get along with everyone but did not hang

er as
outside of school with them. This made me feel like I was ok to talk to in school but not

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outside. I felt lonely and sad. In college I was in the in group that made me feel like I

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have arrived. It made me walk taller and feel like I belong.

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3. Which of the three traditional situational theories discussed in Chapter 12 is most similar
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to the leader-member exchange model? To the Hersey and Blanchard model?
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The Hersey and blanchard theory suggest that the leader behaviors should vary in repsonse to the
readiness of the followers.The theory was first intorduced as Life cycle theory of leadership .
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During the mid -1970s , Life cycle theory of leadership was renamed " situational leadership
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model".
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The fundamental underpinning of the situational leadership model is that there is no single "
best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are
thos who adapt their leadership style to the readiness(ability and willingness) of the individual or
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group they are attempting to lead or influence. Effective leadership varies, not only with the
ar stu

person or group that is being influenced, but it also depends on the task, job or function that
needs to be accomplished.

There are two contemporary situation theories. The leader-member exchange model (LMX) of
is

leadership stresses the importance of relationships between supervisors and each of their sub-
Th

ordinates. Each superior- subordinate pair is referred to as vertical dyad. The Hersey and
Blanchard model argues that appropriate leader behavior depends on the subordinate degree of
motivation, competence, experience, and interest in accepting responsibility . In addition to these
somewhat newer models the three dominant situational theories have also continued to undergo
sh

various refinements and revisions.

There are primary three approaches of leadership through the eyes of followers.
Transformational leadership it focuses on the basic distinction between leading for change and
leading for stability.

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 Transformational Leadership: A leadership style in which the leader employs charisma and
enthusiasm to inspire his followers is transformational leadership

Perspective based on charismatic leadership assume that charisma is an individual

characteristic of the leader. Charisma is a form of interpersonal attraction that inspires
support and acceptance. The attribution perspective holds that when behavior are
observed in a context associated with leadership, others may attribute varying levels of
leadership ability or power to the person displaying those behaviors.

Another perspective on leadership that has received considerable attention in

recent years has focused on alternatives to leadership. In some cases, circumstances may
exist that render leadership unnecessary or irreverent. The factors that contribute to these
circumstances are called leadership substitutes. In other cases, factors may exist that
neutralize or negate the influence of a leader even when that individual is attempting to
exercise leadership.

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The nature of leadership continues to evolve. Among recent changes in leadership

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that managers should recognize is the increasing role of leaders as coaches. The most

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frequent instance of this arrangement is when an organization uses self -managing teams.

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Gender differences in leader behavior are also becoming more important, especially

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given the increasing numbers of women advancing up the organization ladder. Cross
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cultural patterns of leadership both between and within national boundaries are also
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taking on growing importance. Project GLOBE is shedding new light on international
leadership.
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4. Identify an individual who could serve as an example of a transformational leader. How

vi y re

successful or unsuccessful has this person been?

Walt Disney is a transformational leader. He took Mickey Mouse and turned that
in a company that is one of the leaders today. He changed how we looked a
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movie. He built theme parks that people all over the world comes to yearly.
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5. Name the three people today whom you consider to be the most charismatic. How well
is

do they or might they function as leaders?

Th

Ms. Miller a teacher I work with. I think she would be a good leader she loves to help
people and is always happy and willing to help.
sh

Ms. Swell a teacher I work with. Always smiling and helping out and making jokes about
anything just to make you smile. She would be good because she understands people and
wants them to do good.

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 Mr. Peltz is a friend and life of the party. He always trying to get you to laugh. But being
a leader is something that he would not be good at. He loves to tell jokes but I think
sometimes he goes too far.

6. In your opinion, is it possible for someone with little or no charisma to become

charismatic? If so, how? If not, why?

I think you can get charisma over time. I think when people get used to where they are,
they come out of their shell. I am shy until I get to know you. Then, I will be the life of
the party. Some people are shy at first and take time to get into the grove.

7. Have you ever made direct leadership attributions about someone based on the context in
which you observed them?

Yes, I have made direct leadership attributes about someone by observing them as they

m
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are showcased by the person be it willingly or unwillingly. The leadership approach
cannot be hidden. These someone standout of the crowd. As they are path makers and not

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followers. They take control of their own life and not wait for someone to improve it.
they take decisions. all the situation in their life be it negative or positive is an incident

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which is either gone make them win or they will just learn.
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8. What are some of the substitutes and neutralizers to leadership that might exist in your
classroom?
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Motivation, Training, Reward, and Cohesiveness

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vi y re

9. Do you believe that men and women differ in how they lead? If so, what are some of the
factors that might account for the differences?
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ar stu

Yes , men and women differ in the way they lead ,on account of the following
reasons :
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1. Inherent characteristics of the gender

2. The approach towards problem solving
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3. Behavioural traits which influenced genders in different ways

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10. In what ways does strategic leadership differ from “non-strategic” leadership?

The differences between strategic leadership and non-strategic leadership are the following-

1. Strategic leadership is defined as the skills and abilities through which the leaders of an
organsation move towards a predefined goal in a systematic manner. On the other hand,

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 nonstrategic leadership style depends upon the personality of the leader and he or she
may lead the organisation or its employees without any strategic plans to the specified
goal.
2. In strategic leadership long term financial stability is maintained. But nonstrategic
leadership strict financial stability may not be maintained.
3. Strategic leadership is a simple form of development and execution of long-term
planning; therefore, it is less oriented with motivation. On the other hand, non-strategic
leadership is highly motivation oriented. It encourages the employees to take part in the
change process.

11. Some people have held that highly successful managers and leaders all face situations in
which they cannot be entirely truthful and still succeed. For instance, a politician who
personally believes that a tax increase is inevitable may feel that to fully disclose this
belief will result in a significant loss of votes. Do you agree or disagree with the idea that

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sometimes people cannot be entirely truthful and still succeed?

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I do think that sometime people cannot be entirely truthful. When I am out in public I will

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not tell a parent that a students is acting up in class. I say that they are doing ok. I feel

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that something not telling the whole truth make people happy. A lot of people do not want
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to hear everything they just want to know little. So if telling not the whole truth is good
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then people are happy.
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